Volume 1, Issue 2 / 2006
download entire issue
 
|
|
|
|
|
|
 
IN THIS ISSUE

From the Editor
Dail Fields

This issue of the International Journal of Leadership Studies contains the sort of variety and "out-of-the-box" research that we hope to present on a regular basis. The first article is an unusually comprehensive review of the attributes of this thing called leadership. The table of information is very rich and should serve as a guide for students of leadership around the world. We were fortunate that Bruce Winston and Kathleen Patterson decided to bring this to IJLS. [more]


Practitioner's Forum

Myra Dingman

Executive Coaching: What's the Big Deal?
Do you have a coach? Do you know someone who has a coach? If you answered "yes" to either of these questions, then you are somewhat familiar with the biggest buzz in personal and leadership development in the 21st century since training exploded in the 20th century. In 2003, The Economist estimated that organizations were already spending upwards of $1 billion worldwide providing coaches for their employees and expected the growth to double within 2 years. [more]


Please note: Views and opinions expressed in the articles published in the International Journal of Leadership Studies (IJLS) represent each author's research and viewpoint and do not necessarily represent IJLS or its sponsors. IJLS and its sponsors make no representations about the accuracy of the information contained in published manuscripts and disclaims any and all responsibility or liability resulting from the information contained in the IJLS.

An Integrative Definition of Leadership
Bruce Winston & Kathleen Patterson

This study addresses the problem of varied definitions of leadership and focuses on the possibility that as part of the social science tradition, the results of other leadership definitions focused only on isolated variables. A review of the leadership literature showed that parsimony may be a problem in understanding leadership. In contrast to parsimony, the study uncovered over 90 variables that may comprise the whole of leadership. The authors then proposed an integrative definition of leadership encompassing the 90 plus variables that may help researchers and practitioners to more fully understand the breadth and scope of leadership. As more research uncovers new insights into leadership, this integrative definition will need to be upgraded, and as well, this integrative definition could be used as a base for leadership development programs. [more]

Russian Organizational Leadership: Lessons from the Globe Study
Mikhail V. Grachev & Mariya A. Bobina
This paper summarizes the authors' findings on organizational leadership in Russia through the GLOBE cross-cultural research program and further develops an interpretation of empirical data on Russian business leadership. The authors discuss factors of effective leadership rooted in the country's history, highlight relative scores on universal leadership attributes, interpret culture-contingent leaders' characteristics, and summarize the influence of culture on effective leadership in a transitional society. [more]

Catastrophe's Impact on Leaders' Caring and Justice: Changes in Moral Reasoning Orientation
Carl R. Oliver

Vision statements articulated by 7 national leaders before and after a catastrophe were examined to identify post-catastrophe changes in moral reasoning orientation, a worldview that frames thinking about moral conflicts and what factors deserve priority when resolving them. Moral reasoning orientation was found in 95.2% of those vision statements and both caring and justice orientation always were present. Gilligan's (1993) linear model with caring at one pole and justice at the opposite pole emerged as a useful model if holistic scoring is used and showed the vision statements usually were justice oriented and became more justice oriented after a catastrophe. Holistic scoring results were supported by some triangulating evidence. [more]
Creating a Vision for Leadership: The University of Missouri and the University of the Western Cape Partnership
Carole Murphy,  Kathleen Sullivan Brown, Harold Herman & Osman Ozturgut

This article describes a relationship between two universities that has resulted in a project to help disadvantaged principals in economically repressed areas of South Africa. More than 15 years ago, in the midst of a deeply divided society, the University of Missouri System made a momentous decision to support a Black university in Bellville, a suburb of Cape Town, South Africa called the University of the Western Cape (UWC). This support was important because UWC has prepared many of the Black leaders in South Africa, individuals who participated in the dismantling of the apartheid system. [more]

 
 
   


International Journal of Leadership Studies
An online refereed journal sponsored by
Regent University School of Business & Leadership
1333 Regent University Drive, Virginia Beach, VA 23464
Phone: 757-352-4550; Email: ijls@regent.edu
© 2007| ISSN 1554-3145